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Turbulentindustries
Profitpoolsareespeciallyimportantandusefulinindustriesundergoingderegulationand/ortechnologicalchange
Suchchangescanopennewprofitpoolopportunitiesanddrainoldones
Chokepointsmaychangeorbeeliminated
Opportunitiesforeitherforwardorverticalintegrationmayemerge
Currentverticalintegrationmaybedisintermediated
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Creatingandmanagingaprofitpool
Profitpoolanalysismayindicatenewopportunitiesorthreats
Imperatives
Beopentoanewperspectiveonyourbusinessandindustry
Developingnewstrategymayrequireoverturningelementsofthecurrentstrategy
Beopentoreevaluatetheroleplayedbycurrentcompetitors
Bevigilanttoidentifypossibilitythatnewentrantsmayseektoenteryourindustrywithradicalstrategies
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LookingAhead:ProfitPoolsandtheFiveForces
Profitpoolsarecomputedbymultiplyingthesizeoftherevenuebytheunitprofitmargin
Essentiallyanaccountingprocess--notheory
Mostvaluableinsituationsinwhichexternalconditionsareessentialstableand/orunimportant
(Oftendominatedbyinternaldataalone)
Thefiveforcestellsus(whichwillstudynext)
theunderlyingdeterminantsthatdetermineboththerevenuesizeandtheunitprofitmargin
Theprofitdriverswhichallowustoforecastthedirectionofchange
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MarakonRunners
Fortune
,1998
*
11
MarakonAssociates’sApproachtoCorporateStrategy
Consultantstomanylargecorporations
CocaCola,HP,GM,CitiCorp,etc.
%higherthanindustrypeergroup
Goalistoincreaseshareholdervaluethroughanalysisofeconomicprofit
Deepdrillinginbusinessdatatomeasurevaluecreation
Productsegments
Customersegments
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HowStrategyHappens
Learningwherevalueiscreated
Waterfallchartsbyproductandcustomersegments
Evaluatingstrategy
Industryaverageprofitperunit
Company’sprofitvsindustryaverage
Managingvalue
Currentstrategy
Changeproductfocus
Changecustomerfocus
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Learningwherevalueiscreated
Productsegments
Customersegments
Profit/loss($perunit)
Volume(units)
Volume(units)
0
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EvaluatingStrategy
Companyprofitperunit
Industry-averageprofitperunit
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Managingforvalue
Current
strategy
Change
product
focus
Change
Customer
focus
Value
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